Doing so will magnify your personal performance, improve your organization's results, and accelerate your career progression. Failing to accept total responsibility sets low performance expectations, perpetuates a culture of mediocrity, and cripples the career opportunities of those you lead. Whether you are an experienced leader with broad responsibilities, an early leader who wants to get ahead faster, or an aspiring future leader who wants to expand your influence, viewing your role through The Lens of Leadership will ensure that you deliver better results, get promoted faster, and inspire those around you.
In The Lens of Leadership, you will learn: - How to set yourself apart from your peers by developing an accountability mindset that consistently examines results through The Lens of Leadership. Help Centre.
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Be the first to write a review. Add to Wishlist. Ships in 7 to 10 business days. Link Either by signing into your account or linking your membership details before your order is placed. Description Product Details Click on the cover image above to read some pages of this book! In Stock. Principles Life and Work. This leads to my current working definition of leadership: Leadership is a relationship that involves the mobilizing, influencing, and guiding of others toward desired goals.dredmaiwealthjost.tk
Leader vs. Boss – The 6 Major Differences | Cleverism
This definition does not assume that the goals are shared or even explicit. The word desire simply means that someone in the relationship, perhaps just the person in a leadership role, wants a particular outcome. The following are some definitions that have a bias toward leadership as a process:.
It has been my experience that many organizational leaders, knowingly or unknowingly, view leadership as a set of specific traits or skills. Below are a few definitions that are grounded in skills and, to a lesser extent, traits.
These definitions are entirely valid perspectives — they are simply different from a leadership as process perspective. Having said that, it is my impression that, overall, definitions of leadership are becoming more process and relationship oriented. In my role as a leadership consultant it is not necessary for me to share my clients definition of leadership — but it is important to know whether they have a definition and, if they do, what is included in that definition.
It is similar to a client looking to hire a consultant to increase employee engagement and, after digging a bit deeper with the client, discovering that what they are actually looking for is a way to improve the efficiency of work processes. Most definitions of leadership are in regard to leading other individuals. However, a common assertion is that you cannot successfully lead others unless you first can successfully lead yourself. That includes having skills in, for example, career development, personal development, personal productivity and personal wellness.
Thus, perhaps are more accurate and encompassing definition of leadership is "the nature of activities in clarifying direction and influencing progress in that direction". However, many educators, practitioners and writers disagree with this traditional view. They see leading as being quite different than managing. Yet, others continue to see the four functions as being highly integrated. After reading about the different opinions and definitions, what do you think?
Management and Leadership are two very different systems of human behavior. Both are essential to the success of an organization; yet, like the repulsing polarity of two magnets, they push against one another and, if not kept in balance, can end up ejecting one or the other causing great damage to the organization and its people. It is difficult, yet necessary, to maintain both strong leadership and strong management simultaneously. People are naturally reluctant to step into change and the discomfort we experience when we find ourselves in the midst of ambiguity.
The Lens of Leadership: Being the Leader Others WANT to Follow
Management is about developing systems and processes that enable us to take dominion over chaos. It is an attempt to create a semblance of order and constancy in an inherently complex situation. It involves solving problems, giving reports, having meetings, and developing policies, all for the purpose of bringing things to a place of efficiency, where the ambiguity is dispelled and people can feel comfortable again. The problem is that, in a rapidly-changing environment, equilibrium can be deadly. The external environment today is a bit like whitewater rafting.
To survive, you have to constantly shift your weight from one side of the raft to the other, thrust your paddle first to the left and then to the right, or use it to push off a rapidly approaching rock. This is when you need leadership rather than management. Leadership is about change. Leaders get nervous when things are running too smoothly; often introducing innovative ideas just to stir things up a bit. Whereas managers constantly try to adjust to change, leaders are in the business of producing change.
Unfortunately, some organizations I have been acquainted with continue to value management over leadership. The call for unity is often a demand that those with innovative thoughts keep them to themselves. The status quo is confused with the sacred. In the Bible there is a saying about putting new wine into old wineskins and thus causing the wineskins to burst because they lack flexibility. The new wine must be put into new wineskins. Management tries to hold the wine in a manageable form. Leadership is the process of changing from the old, dried-out, leaky wineskins to the new, more resilient, more adjustable forms.
Another view is that to be a very effective member of an organization whether executive, middle manager, or entry-level worker , you need skills in all of the traditional functions of management, including planning, organizing, leading and coordinating activities -- the key is you need to be able to emphasize different skills at different times. Yes, leading is different than planning, organizing and coordinating because leading is focused on influencing people, while the other functions are focused on "resources" in addition to people.
But that difference is not enough to claim that "leading is different than managing" any more than one can claim that "planning is different than managing" or "organizing is different than managing". The assertion that "leading is different than managing" -- and the ways that these assertions are made -- can cultivate the view that the activities of planning, organizing and coordinating are somehow less important than leading.
The assertion can also convince others that they are grand and gifted leaders who can ignore the mere activities of planning, organizing and coordinating -- they can leave these lesser activities to others with less important things to do in the organization. This view can leave carnage in organizations. Here is an example of a too-common situation that occurs in organizations when certain individuals see themselves as quite apart from the activities of planning, organizing and coordinating resources. It helps to be acquainted with the different major theories because it helps you to see leadership from a variety of different perspectives and, thus, to deepen and enrich your understanding of leadership in general.
There are a variety of classifications for organizing information about leadership. In this section, a theory is considered to be a set of general ideas about why a certain system for example, a person, process, team or organization is behaving the way that it does. A model is a general framework that depicts a theory in action. A style is a particular nature or manner in how a theory or model is applied. Even those classifications can seem to overlap in the following paragraphs.
Most theories view leadership as grounded in one or more of the following three perspectives: leadership as a process or relationship, leadership as a combination of traits or personality characteristics, or leadership as certain behaviors or, as they are more commonly referred to, leadership skills. In virtually all of the more dominant theories there exist the notions that, at least to some degree, leadership is a process that involves influence with a group of people toward the realization of goals.
After reading about the different theories, which one s do you favor and why?
The theory that you choose depends on a variety of factors. This theory focuses especially on what highly effective leaders do.